Transcript
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Welcome to the Clinician Researcher podcast, where academic clinicians learn the skills
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to build their own research program, whether or not they have a mentor.
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As clinicians, we spend a decade or more as trainees learning to take care of patients.
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When we finally start our careers, we want to build research programs, but then we find
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that our years of clinical training did not adequately prepare us to lead our research
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program.
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Through no fault of our own, we struggle to find mentors, and when we can't, we quit.
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However, clinicians hold the keys to the greatest research breakthroughs.
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For this reason, the Clinician Researcher podcast exists to give academic clinicians
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the tools to build their own research program, whether or not they have a mentor.
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Now introducing your host, Toyosi Onwuemene.
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Welcome to the Clinician Researcher podcast.
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I'm your host Toyosi Onwuemene, and it is a pleasure to be talking with you today.
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Thank you for taking the time to listen to this episode as I talk about how to advance
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your career.
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Yes.
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Today I'm talking about how to advance your career.
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And while it may seem intuitive and obvious to some, I think it's not always intuitive
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and obvious to everybody.
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And for that reason, I do want to make it explicit.
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We want to make it explicit because I needed somebody to make it explicit for me when I
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first started.
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And to be honest, somebody did.
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But it is hard to fit career advancement as a faculty member into the framework we've
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built over the course of our medical education and training.
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So personally, I remember going to medical school.
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And medical school, I don't know about your experience, but for me was a slog.
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I finished, I mean, just like made it, barely made it through all the first year, and then
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it was time for second year, and then it was time for third year.
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And then, oh, fourth year was here and everything was over.
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And it just felt like every time you were learning something new and every time with
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an overwhelming amount of knowledge, that you were just following the curriculum.
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I was just going through the motions.
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And as long as I was studying hard and passing my tests, I was going to make it through.
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And then I got to residency and intern year was a fair.
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And it was just so intense and there was so much learning.
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And it literally took up most of my life.
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And then there was second year and then there was all this learning about how to be a senior
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resident and then there was third year.
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And then it was over.
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Anyway, so there's a pattern being established here.
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There's a pattern of, wow, so busy, I can barely look around and breathe.
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But there's this curriculum.
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And as long as I'm following the path and doing all the things and taking the test,
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I'm making it through.
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So unthinkingly, I'm just working hard.
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I'm making it through.
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And then of course, there was fellowship and there was more of the same.
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But then when I got to my faculty career, all of a sudden, there's all this responsibility.
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There's all this stuff to do.
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But now the end of the road is not so clear.
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It's like, so what are we heading for?
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Where are we going?
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At the end of this, what is the big prize?
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Is there a certificate?
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Is there an award?
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No.
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Is there more money?
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And sometimes the answer to that too is no.
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And so it feels nebulous.
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And so when a faculty member sat down with me and went through all the things it takes
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to succeed as a faculty member, I have to tell you that I didn't have any frame to hang
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it in.
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You know, you just get information.
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You're like, oh, there's nowhere to put that, throwing that away.
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Because when you think about the way we remember things, the way memory works is you take something
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new and you attach it to something that's a little bit similar.
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And there you are able to kind of solidify that memory.
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There's a more technical way to say that.
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But you know what I mean.
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It's just that one thing connects to another and then you're able to make sense of it.
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And so if there's no clear connection, it's hard to make sense of it.
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And so I feel like all the advice I got, that's exactly what happened.
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I was like, oh, there's no way to put this.
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Thank you and no thank you.
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Fortunately, I wrote a lot of it down.
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And so over the years, I've been able to go back and say, oh, that's what this person
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was saying.
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Oh, this is what it means to succeed as a faculty member.
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And I'll give you the Cliff Notes version first, and then I'll explain it in different
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terms.
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Because I think there's a difference between all the steps and the motions you need to
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go through and the responsibility that you take, the ownership you take for your career.
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And that's why the title of this podcast episode is How to Take Ownership of Your Career.
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Because you can go through motions as we did in medical school and residency and probably
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for some of you fellowship.
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But going through motions does not equal success.
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It equals success in training, but it does not equal success as a faculty member.
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Because to be a successful faculty member, you've got to define a direction for your
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career and then lead that direction.
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It's very different from all of the training.
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And so when you first get started in your faculty career, it just doesn't feel like
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anything you've ever done before because it's not.
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And there's still a feeling of deficit because you're like, well, here I am trying to succeed
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as an academic and I don't even really know how.
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And oh, I'm looking around and is there a mentor who can guide me through?
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And if there's none, or if we perceive there to be none, then we feel lost.
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We feel like, well, I guess we just keep going through the motions.
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And unfortunately, going through the motions of your faculty career usually doesn't get
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you to where you want to be.
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And that's why I want to talk about taking ownership of your career.
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And today I think I have five things to talk about as far as taking ownership of your career.
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And the very, very first one, and I think is the most important one, is to first of
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all take responsibility.
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Yes.
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Number one way to advance your career is to take responsibility.
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That means you say, I am in charge.
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You raise your hand and you say, it's me.
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I am the one responsible for my career advancement.
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I would like to invite you, if you're willing, to just pause what you're doing right now
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and raise your right hand.
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If you're left handed, please let it be your left hand.
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And in fact, it doesn't matter which hand you choose.
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Just raise a hand, please.
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And say after me, I am responsible for my career advancement.
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I'd like to invite you to say it one more time.
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I am responsible for my career advancement.
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Okay.
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The reason I wanted you to say it with me is because it's true.
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And it's because sometimes you have to hear yourself say it to agree that it's true or
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to decide whether you believe it or not.
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And the reality of the statement you just made alongside me or you just repeated after
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me is that it's always been true.
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It's always been true.
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Who applied for you to get into medical school?
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Who took the MCAT for you?
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Who went to all those interviews for you?
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Who applied to residency?
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Who went through all the residency interviews?
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Who went through intern year and survived?
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Who did residence?
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Who did their resident year?
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For us it was a junior assistant resident year and then it was a senior assistant resident
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year.
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It was a three-year program.
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For some of you, maybe it was four or five.
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Who did that for you?
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You did that yourself.
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And yes, there was a curriculum.
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And yes, there was a group of things you were going through, but you took ownership and
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you did it.
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You applied.
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You went for interviews.
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You said all the right things.
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You researched all you were supposed to say and do.
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You have been in charge of your own career advancement from the very beginning.
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And so why do you get to your faculty career and suddenly hand that over to someone else?
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There's the sense that there's somebody else who knows better.
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There's somebody else who can tell me where to go.
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There's somebody else who's done it before.
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Therefore, they're responsible.
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But at the end of the day, it's really you.
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The reason it has to be you, the reason nobody can do it for you is because your life is
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so amazingly unique.
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It is so incredibly yours, so uniquely yours.
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Nobody has lived your life before.
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Nobody came from the same place that you came from.
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No one's passed through the same kind of challenges you've come through.
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No one has the same career as you.
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And yes, there's a general framework for how academic faculty careers can work.
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There's a general framework of what things are considered academic currency, so to speak,
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signing papers and submitting grants.
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Yes, there is that overarching window or overarching banner of what a faculty career should look
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like.
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But the individual issues, the specifics are really yours.
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And so nobody can take ownership of it like you can.
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So don't abdicate responsibility.
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Take ownership and say, hey, I'm the one who's responsible for this career advancing.
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And no, it doesn't mean you disregard your mentors.
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It doesn't mean you stop looking for them.
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It doesn't mean you don't go get what you need.
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It doesn't mean you don't take advice from people.
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But it does mean you're not just accepting whatever you're told.
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You're synthesizing it in light of your career.
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And you're saying, okay, I get that these are all the metrics.
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How can I make it work in a way that's uniquely mine?
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Because sometimes what happens to us is that people say these are the metrics to succeed.
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Okay.
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And then they say, well, if you take this project and do this and apply for this grant
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funding and do this, you will succeed.
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And they're not wrong.
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If you follow verbatim everything your amazing mentor outlines for you to do exactly to a
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T, you probably will succeed because they're probably outlining for you the way they succeeded.
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And at the end of the day, succeeding in academic medicine really is about following a set of
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principles.
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But the set of principles could be skinned in different ways.
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And one person did it one way and another person did it the other way.
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And everybody swears by their method.
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The question is what works for you?
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I think about the fact that mentors can advise you whether or not they're in the same life
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situation as you.
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But the specifics of how it works out is yours.
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For example, one of my mentors doesn't have young children.
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Like, now that my children are older, I get it.
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There's an amnesia that happens once you pass the stage where your children are toddlers
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or even in the stage where they're not even sleep trained yet.
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There's an amnesia that happens.
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You totally forget that stage.
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You forget that your mind was fuzzy and cloudy all the time.
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You forget that you barely knew left from right.
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You forget that you were tired.
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You just forget all of that.
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I've forgotten.
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Intentionally so.
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But the reality is if you're in the middle of it, it is your reality.
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You are living it.
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And so when someone tells you that this is the way I worked it out and I did this and
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I did that and then I didn't sleep for three weeks in a row and then I did this, it's great.
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What I want you to take from that is the principle that's underlying it.
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The fact that when you are committed to something, you do what it takes to succeed.
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I get that.
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And then the question is how does it fit in the life that you're living right now?
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Do you have the resources to do that kind of thing, to make that kind of commitment
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today or do you need to take it a little bit easier right now because the season of life
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you're in doesn't let you do that?
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That's something that only you can decide because I don't know about you, but in my
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mentoring conversations, we are not talking about my kids.
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We are not talking about how much they sleep.
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We're not talking about what stage of life they are.
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For the most part, they're kind of just not part of the conversation.
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And maybe it's not your kids.
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Maybe it's a significant other and a big relationship problem that you are experiencing.
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That's not at the table, but that's really taking up a lot of space and energy in your
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life.
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And they're all important.
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All of it is important.
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The one person who has the vantage point and can actually synthesize all of it is you.
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And therefore, I tell you and you know that the one person who needs to take ownership
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for the career is you.
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And I invite you to step up and take ownership.
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Again, it doesn't mean that you disdain the advice that you get.
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All the advice is important and asking for help is still important, but recognizing that
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really you're making the final decisions and that it's okay to live a career where you're
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not trying to make everybody else happy because making everybody else happy usually is not
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honoring yourself, not honoring your needs.
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It's not recognizing your needs and tailoring life to your needs.
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So, number one, and I spent a long time on that one, was take responsibility.
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The second thing is to look for your blind side.
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You got to look for your blind side.
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What does that mean?
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You know when you are driving a car, there's a blind spot.
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It's a blind spot.
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Not your blind spot.
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It's your blind spot.
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And you can't tell what's in that blind spot unless you angle your head to look around.
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The mirror is great.
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There's a particular part of your car and some cars driving in this zone, you can't
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see it.
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And so, the blind spots in your career are the things you don't yet know that you don't
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know.
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The transition from being a trainee to being a faculty member is a huge transition.
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It's really like nothing you've ever done before.
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And yeah, the clinical stuff, you've got that down.
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But all the other stuff, there's just no one's, you haven't done it before.
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And it's hard to know what you don't know.
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Even if you have been so equipped and so prepared and you have mentors who have been telling
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you from the beginning, you didn't really have any place to hang it until you actually
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started walking the path as a faculty member.
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And even then, it just feels like one big ball of fuzz.
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It's hard to know exactly what you're supposed to do until you begin to do it.
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And so, there's so much that's out of your fear of knowledge.
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And so, you have blind spots.
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There are things you can't see that you should see because if you collide with them, they
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kind of will hurt you.
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There are things you don't yet know.
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And so, what do you do?
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How do you look out for your blind spots?
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Well, it's helpful if you have a specialized kind of mirror.
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Okay, now I'm talking about driving.
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But really, it's helpful to have somebody else help you, help you see what those blind
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spots could be.
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It's helpful for you to have peers that you can ask questions of.
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It's useful for you to have mentors that you can ask questions of.
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What's important is when you know that there are things you don't know, it changes the
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way you behave because it means you go out seeking to find those blind spots, making
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sure that they are not hidden from view.
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It's just coming into your career, knowing and understanding that there are things you
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do not know, and then taking the steps to go figure it out.
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But what you want to do is you want to make sure that you are acknowledging the fact that
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there are some things you do not yet know, and it's okay.
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The next step, once you've figured out your blind spots, not your blind sites, is to pursue
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knowledge.
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And if you're going to succeed in your faculty career, you're going to want to pursue knowledge
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desperately.
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Now, you're a physician, so pursuing knowledge is something you've done for years and years
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and years of your training.
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It's a different kind of training.
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It's a different kind of pursuit of knowledge now.
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Now it's not the pursuit of knowledge of how do I take care of patients?
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What's the path of physiology?
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But you're going to continue to do that forever and ever as long as you take care of patients.
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Amen.
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But it's the knowledge of what does it mean to be recognized in your field?
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What does it mean to have a program of research that's highly regarded?
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What does it mean to be internationally renowned?
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What does all that stuff mean anyway?
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Pursue knowledge.
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And I want to invite you to not just pursue knowledge within your own sphere.
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And I think this is a mistake that I made that I do see other people making as well.
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This sense that everything begins and ends at their own institutions or within their
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own divisions or within their own mentoring networks.
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And the reality of this world is that it's huge.
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It is so huge.
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And sometimes knowledge gained from outside of your sphere, your immediate sphere, feels
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more valuable than knowledge gained from your immediate sphere.
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Because I don't know what it is.
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The moment someone comes from outside and tells us the same thing, it's like, oh, yeah,
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of course, this is true.
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Sometimes it's harder to believe from the people we already know.
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And so pursue knowledge.
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Pursue knowledge about how to grow as a faculty member.
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Pursue knowledge about how to succeed in publications.
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Pursue knowledge about how to succeed in grant writing.
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How to succeed in getting funded.
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It's knowledge.
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It can all be learned.
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Sometimes I hear people say things like, oh, you know, no one's succeeding anymore and
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it's not true.
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There are people succeeding all the time.
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There are a lot of people talking about not succeeding.
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And then there are people who are not talking.
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They're just doing it.
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What you want to do is leave all the people who are talking about it and not doing it
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and find the people who are doing it.
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And I tell you that the reason you don't see them or hear them is because they're just
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too busy doing it.
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They're just too busy applying principles and succeeding based on those principles.
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I'm not saying that, oh, the economy is not hard or that grant funding is not difficult.
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I'm not saying all of that is not true.
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I'm just saying that there are people who spend time talking about it all the time and
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there are people who don't talk about it.
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They just get going and get to like working at it.
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And at the end of the day, the principle, the principle of pursuing and persevering
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always work.
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And so pursue knowledge, pursue knowledge like crazy because the knowledge you get is
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a knowledge that transforms your career.
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Number four, don't just pursue knowledge.
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Oh, my goodness.
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We've been pursuing knowledge for years.
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Some of us a decade or more, but take action.
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You're going to learn things that you have not done before.
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And you can stop and say, ah, that doesn't sound like it's ever going to work.
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Or you can take action and test for yourself whether it's going to work.
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You can say, you know what, I submitted one grant four years ago.
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That thing doesn't work.
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Or you can say, how about I do it again and this time use this strategy or this time take
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the feedback I was given and do it this way or this time go and establish a feedback loop
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and do it that way.
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You could just take the knowledge and just be full of knowledge or you could take the
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knowledge and take action.
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Because I don't know about you.
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I had, you know, the experience I had in residency sometimes was, oh, if I could go back and
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do med school over, all that information would now stick because now I've been using it.
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So now it makes sense to me.
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And I feel like I would go back and I would learn it so much better.
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And it's the same thing.
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Experiential action is so much better than experiential knowledge.
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Yes.
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Like, knowledge as you work is so much better than knowledge as you, you know, that you
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just imbibe and you're not really doing anything with.
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And so don't just pursue knowledge.
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Don't just get knowledge from everywhere.
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But take action.
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The last thing I want to say and what number am I at now?
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Take responsibility.
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Look for your blind spots.
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Pursue knowledge.
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Take action.
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Aha.
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Number five, get connected.
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Okay.
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Someone's got this information.
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You could spend a lot of time looking it up or you could connect to the person who already
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knows it.
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And for many of you, that's your mentor.
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Great.
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It's a peer mentor.
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Awesome.
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Or it's somebody who's just, you know, putting out that information like me.
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There's a lot of treasure in this podcast platform, if I may say so myself.
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But I'm not the only one, right?
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I'm not the only one putting out information about how to succeed as a faculty member.
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So many other people are doing that.
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And so go get the information.
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Get connected to someone who can show you how to do it.
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Don't wait.
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Don't wait for the information to come to you.
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Don't say, well, my mentor didn't tell me.
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Don't say, well, it's not something anybody talks about at my institution.
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Don't say nobody will pay for me to do that.
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Please do not do that.
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This is your career.
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Remember at the beginning of this episode, you raised your hand with me and you said,
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I take responsibility.
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I take responsibility for my career.
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Remember that?
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Because it's true.
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If you don't succeed, your mentor will be sad, or at least a little bit.
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And then they'll move on.
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They'll keep living their lives because they were before you came along.
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But if you don't succeed, you get stuck with the bill, right?
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If your career doesn't go the way you want it to, if your career is crazy, if it's not
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the career you want, you get stuck.
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You get stuck with the bill at the end.
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And so I want to encourage you to connect to people who will accelerate you, people
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who will advance you, people who will help you be everything you can be.
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And I want to invite you, I want to invite you to think today of all the things we talked
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about.
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So we talked about five things.
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We talked about taking responsibility.
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Remember we raised our hands together and we said, I take responsibility for my career.
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And then number two, we talked about looking for the blind spots, the things you don't
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know that you don't know.
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We talked about pursuing knowledge inside your institution, outside your institution.
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We talked about the importance of not just having the knowledge, but actually taking
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the action.
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And then we talked about the importance of getting connected.
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I invite you to just take one of those things and use it.
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I invite you to just take one of those things and just do it this week.
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Take responsibility, maybe take action, maybe pursue knowledge.
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Just one thing, just one thing this week.
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Don't do too much.
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One thing.
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And then I want you to come tell me about it.
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Come tell me about what you did and how it helped you advance your career.
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Or even if it hasn't yet advanced your career, it hasn't obviously advanced your career,
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tell me about how it helped you feel confident, feel more confident that you were heading
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in the right direction.
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Because the moment you decide that you're in charge of this career, you show up differently.
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Yeah.
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All right.
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I want to thank you for taking the time to listen today.
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I look forward to the next time that we can talk about how you can advance your own career
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and maybe advance the career of other people around you as well.
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All right.
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Thanks for listening.
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I look forward to talking with you again the next time.
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Thanks for listening to this episode of the Clinician Researcher Podcast, where academic
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clinicians learn the skills to build their own research program, whether or not they
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have a mentor.
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If you found the information in this episode to be helpful, don't keep it all to yourself.
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Someone else needs to hear it.
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So take a minute right now and share it.
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As you share this episode, you become part of our mission to help launch a new generation
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of clinician researchers who make transformative discoveries that change the way we do healthcare.